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LeadershipMartha Donovan HaywardLead for Patient and Public EngagementInstitute for Healthcare Engagement
May 29, 2013
Scotland
http://www.experiahealth.com/
Why Are We Here?
Is there anything else we would truly rather be doing?
At the end of the day, everything every one of us does somehow impacts the people who use our services.
The person and family is at the center of all we do.
Exceptional Experiences
Not about being nice
Not an educational program
They result when:– Mission, vision, values align– Leadership team commits– Discipline is instilled– Infrastructure, education, expectations, and core processes are
complimentary– Behaviors are clear– Experiences are consistent across the continuum
It is about…
Intentionally designing a culture of excellence.
Creating a culture that oozes a sense of care, compassion, respect and concern.
Being clear about our goals and intentions.– The goal is to see beyond our walls– The goal is to see care through the eyes of each person– The goal is partnership and collaboration with all parts of the
system that touch each person
Expected outcomes
Experience and loyalty
Improved quality and safety
Improved community perception and reputation
Increased market share/volume
Financial Health
Decreased dissatisfaction and associated costs
Decreased claims/losses
Better health outcomes
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Essential skills for leaders
Developing relationships outside your four walls
Naming the experience for each person
Holding self, peers and team accountable
Label and link
Stop List
PFA’s
Rounding and Observation
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3 Key Steps
1. Executive Leadership Alignment
2. Level set expectations for everyone in the organization.
3. Focus on infrastructure, targeted processes and development.
Culture
What is it?– The total learned, shared, taken-for-granted assumptions that a
group has learned throughout its history; base of daily behavior– Deep, broad, stable
– Schien, Corporate Culture Survival Guide, 1999
– Seen in behavior
Changed over time by working on behaviors that eventually shift mental models – not the reverse
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How Culture is EmbeddedPrimary
• What leaders do, pay attention to, measure and reward on aregular basis
• How leaders react to critical incidents and organizational crises
• Deliberate role modeling, teaching and coaching
• Observed criteria by which leaders allocate rewards and status
• Observed criteria by which leaders recruit, select, promote, retire and terminate organizational members
Secondary• Organizational design and structure• Organizational systems and
procedures• Organizational rites and rituals• Design of physical space and
buildings• Stories, legends and myths about
people and events• Formal statements of organizational
philosophy, values and creed
E. Schein, Organizational Culture and Leadership,1994
Whose Job Is It?
All in– Utilize Change Package– HR connection– Leadership essentials– Engaged partners: staff, physician and PFA’s
Hire for Values
Clarify the values you are hiring for.– What do the values look like in action?– Position descriptions; performance reviews
Develop behavior-based interview questions; use scenarios.
Involve patients/families in interviews.
Orient to the values.
Systems in place to listen and learn from new employees
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Key Change Ideas: Leadership
Leaders take ownership of defining purpose of work and modeling desired behaviors.– Purpose– Label and link– “All in” behaviors– Storytelling– Leadership rounding– Leadership behaviors– Champions
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Identifying Patients and FamiliesAsk clinicians “Do you know a patient/family member that comes to mind as a potential members?”
Are there patients/family members who have contacted healthcare leaders about concerns and who were highly effective in communicating their requests?
Are there Patients/Families with unique perspectives as previous patients or family caregivers for a project?
Use your internal and external network of Board members, faith community, volunteers to cast a wide search
Developing Health Care Team Members
Remember – it is not just Patient/Family Partners who need development to work with healthcare team members!
Most healthcare team members are not skilled in working in true partnerships with patients/families. We are used to being “in charge.”
Specify listening behaviors to use in activities with Partners to assure their talents are being used effectively.